Training interventions and Personnel Management - Case Study Example

Performance Management 1. Executive Summary Surveys of the bazaar during the course of the past 100 years makes public the fact that there is a trend that changes in the management of human resources, which means that performance management now occupies a central position in the corporate scheme of things (Clark 2005). The paper will look at research in identifying the current trends on performance management. An evaluation of the same finds that there is an increasing role of the evaluation system given the fact that the impact of the process of development on the performance of the human resource in the organization. The process though important needs to be implemented in keeping with the demands of the organization. The recommendations, made identify the need for the process to be based on the approach of mutual investment. 2. Introduction Effective human resource management is essential where the maintenance and updation of the available working pool within a company is concerned. In order to ensure this happens, it is required that one ensures the existence of an atmosphere facilitating work, that would tend to inspire the ones working for the company, to perform better so that one could ensure better productivity of the organization as a whole. Human resources could be altered and changed in keeping with the requirement of the organization at a particular point in time, ensuring that they are able to incorporate the changing trends and requirements of the market and the economy (Centre & Jackson 1995). One of the primary functions in HRM is the process of employee evaluation and performance appraisal, given especially the fact that it is based on this process that the company is able to take decisions on the overall process of employee management and employee progress. Performance management is the process ensures that the employees actions and productivity are aligned with the organization objectives ( De Cieri & Kramar 2008). This report will be divided into two main parts: the research and the discussion. In the research section the importance of performance evaluation theories will be assessed. After that the discussion would focus on the problems that crop up in the process of performance appraisal. Finally, the report will end in recommendations aimed at improvement of the process. 3. Research 3.1. Performance management: The process and its importance The process of management of performance is one that is incessant aimed at the identification, measurement and development of the performance of employees in particular and teams in general. The process is aimed at an alignment of performance with the calculated goals of the organization (Aguinis 2009). The main function that is undertaken by performance management is to ensure evolution of the human resources through the conduction of development programs. Development is processes where individuals learn from their previous work experience and turn out to be more effective. It helps individuals to make proper use of their skill and knowledge. It is the best practice to utilize the knowledge and education learned from the development sessions, which helps in current job and reflects on the future jobs post applied for. Development helps to grow one’s physiological concept, make individuals more mature and boost their confidence time-to-time. Manpower Service Commission (1981, p.15) defines development process as 'The growth or realization of a person’s ability, through conscious or unconscious learning. Development   programs usually include elements of planned study and experience, and are frequently supported by a coaching or counseling facility.'  3.2. Theories Theories have been developed on the development aspect of the HRM. The various scholars have long tried to ensure that they can clearly define what it is. Moreover, to ensure that there is a clear understanding development of what exactly is entailed by the execution of the process of development in the HR management in an organization. As has been specified by Griffin (2006), the process of development is employed by managers and professionals to learn skills required for present and future jobs so that the overall potential of the human resources can be enhanced and realized. Therefore, it can be concluded that the main aim of development is to ensure that the over all capacity of the work force is improved and looks at furthering their skills in the long run.                      It has been stated by researchers that the purpose of the performance appraisal system could be understood, by way of importance in terms of development and administrative purposes (Grote & Grote 2002). The developmental performance feedback helps in the identification of individual strengths and weaknesses. This helps in the recognition of individual performances in goal identification. This would also aid in the long term, with identifying people and their requirements in terms of training-in keeping with the determining factors of organizational training requirements. Where the administration, appraisal programmes are concerned, these tend to give inputs which could possibly be used for the entire range of HRM activities. For example, research has shown that performance appraisals are used most widely as a basis for compensation needs (Turk 2005). The practice of ‘pay-for-performance’ -basing workers pay on their accomplishments- is found in all types of work cultures. It has in fact been demonstrated that employees that earn performance based pay are the most satisfied in the world. At the beginning of every development process there has to be ensured that a careful analysis of the organization is conducted, and there has to be ensured that the significant data that will assimilate the needs of the organization is collected (O’Sullivan, 2003). There have been a number of scholars who have written on the importance of analysis in the development program, including Kenny and Reid (1986) have described the concept as 'the quality of the training can be no better than the quality of the analysis permits.' On the other hand scholars such as Boydell (2007) have identified three different levels of analysis in the development level within an organization. These three levels are as follows: Organizational analysis Occupational analysis; and Individual analysis 4. Discussion 4.1. Evaluation: The process and its critical appraisal One needs to realize the fact that most company programmes aimed at growth and development can only be effective in transforming the efficiency of the human resource if these are in sync with the aims and the goals of the organization. Although the process of evaluation after the conduction of a development process and assessment is not recommended by some experts, the importance of evaluation cannot be denied. In fact many scholars are highly supportive of the entire process of evaluation and believe it is only with the conduction of this that there can be calculated the effectiveness of a development process. Some scholars believe that the effectiveness of the development system can only be analyzed with the help of the process of evaluation. Also there has been observed that the role of the evaluation system is important as it looks at the impact of the process of development on the performance of the human resource in the organization. 4.2. Uses: Performance Evaluation Managers and the human resource experts utilize the process of evaluation as a means to justify the expenses that they have borne on the resources of the company to help the human resource grow in relation to their productivity. There has also been observed that the role of the process of evaluation is important, as it allows the employees realize the changes that have come about in their productivity and functioning following the development program. It is also effective as it allows them to measure the progress as professionals. 4.3. Problems with Evaluation Process Problems with the process of appraisal which make the whole process flawed defeating the importance of appraisal. There are issues with first impressions, which might end up being incorrect. Firstly, the halo effect, which tends to occur in cases where one of many aspects of a subordinate’s performance has a direct impact on a rater’s evaluation along with some more performance dimensions. Secondly, the horn effect also comes into play in cases where the rater’s bias tilts appraisals’ in directions not actually meant to be appraised. This further evaluates one negative employee quality beyond recognizable limits often leading to detrimental results. Also rater’s personal mental circumstances at the time of appraisal could lead one being rated very harshly or very leniently. Therefore, the idea is that there is no way one could make the process of evaluation a completely objective one. Stereotyping creates a problem, given the fact that the rater has a mental picture about the person in question, given the rate's age, sex, caste and other such things by way of prejudices or personal biases. Finally, the recency effect means that the rater ends up giving greater weightage recent occurrences rather than the performance of the rate around the year. 5. Conclusions In conclusion, it can be learned that the process itself is helpful in developing future programs of development as it provides information about the areas which are still not functioning in accordance to the standards of the organization, and this can be utilized by the managers to ensure that they modify their future development programs to accommodate these needs. 6. Recommendations 1. The process of performance appraisal should be seen as an opportunity to growth-not a test of employee functionality. (4.3) 2. Stress needs to be placed on training and development of staff (3.1). 3. The processes and performance evaluation criteria have to be linked with broad contributions. Furthermore, appraisals with respect to peers and relying n overall team performance must be made frequent, which can falls under what is termed as 360-degree feedback mechanism (4.3). 4. One of the best methods that could be used to ensure objectivity is to make the process multi-layered (4.3). Reference Clark G 2005, 'Unbundling the structure of Inertia: Resources versus Routine Rigidity', Academy of Management Journal, vol. 48, No. 5, pp. 741-763.  Griffin R W 2006, Management, Gorge Hoffman, Boston. Aguinis H 2009, Performance Management, 2nd edn, Prentice Hall, . O'Sullivan, E., (2003). ‘Bringing a perspective of transformative learning to globalize consumption’. International Journal of Consumer Studies. 27 (4). pp326–330 Manpower Services Commission (1981), Glossary of Training Terms, MSC-HMSO, London. Centre A H, Jackson P, 1995: Public Relations Practices, 5th edition, Prentice Hall, pp 14-15. Turk, K., (2005). ‘A Comparison Of The Appraisal Systems And Appraisal-Compensation Interlinks Used By Estonian Public And Private Universities’. Faculty of Economics and Business Administration. Grote, D., and Grote, R., (2002). ‘The performance appraisal question and answer book: a survival guide’. AMACOM Div American Mgmt Assn. pp14-18 Boydell, J., (2007). A Hire Connection: How to Make Your Next Hire Your Best Hire. AuthorHouse. Pp121-125 Kenny, J. and Reid, M. (1986) Training interventions. Institute of Personnel Management De Cieri, H. and Kramar, R. 2008, Human Resource Management in Australia: Strategy, People, Performance, 3rd edn., Sydney, McGraw-Hill Australia Pty Limited. Read More